Chapter 10 Understanding Work Teams MULTIPLE MULTIPLE CHOICE CHOI CE Why Have Teams Become So Popular? 1.
Which Which of the follow following ing helps helps explai explain n the the curren currentt popu popular larity ity of teams? teams? Teams _____. _____. a. are are easie easierr to to manag manage e . are a way to to etter etter utili!e utili!e employee employee talent talents s c. are are less less expe expens nsiv ive e ". promot promote e sociali sociali!at !ation ion e. are very very effi effici cient ent
#ifferences Between $roups an" Teams %.
Whi Which of the the fol follow lowing ing stat statem emen ents ts est est "efi "efine nes s a wor wor& & gro group up? ? a. The performance performance of a wor& wor& group is generally generally greater than the sum of its inputs inputs from in"ivi"ual in"ivi"ual memers. . ' wor& group group intera interacts cts primari primarily ly to share informat information ion(( rather rather than to engage engage in wor& wor& that that re)uires *oint effort. c. ' wor& group consists of + or more people who ta&e on self,supervising self,supervising responsiilities. responsiilities. ". ' wor& wor& group consists of + or more people from from across "epartmental "epartmental or functional lines. e. ' wor& wor& group is is a group comprise" comprise" of 1- or more more people. people.
+.
Whi Which of the the fol follow lowing ing )ual )ualit itie ies s is is not not fou foun" n" in wor& or& gro group ups? s? a. energy . enth enthus usia iasm sm c. synerg ergy ". o* o*ecti ective ves s e. sec securi urity
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_____ _____ resu results lts in a level level of of perfo perform rmanc ance e that that is grea greater ter than than the the sum sum of of the the in"i in"ivi vi"ual "ual inputs inputs.. a. Syne Synerrgy . /nth /nthus usia iasm sm c. /nergy ". 0nit 0nitiiativ ative e e. 0nve 0nvers rsio ion n
Types of Teams .
Whi Which is is not not one one of of the the most ost com commo mon n ty types pes of of te teams ams? a. prolem,solving . inter"epartmental c. self,manage" ". virtual e. cross,functional
2.
Whi Which type type of team team meet meets s to "is "iscuss uss ways ays to impr improv ove e )ual )ualit ity y( effi effici cien ency cy(( an" the the wor& or& environment? a. self self,m ,man anag age" e" . virt irtual ual c. pro prole lem, m,so solv lvin ing g ". cross, cross,fun funct ction ional al e. comm commit itte tee e 194
3.
Which of the following types of teams woul" most li&ely e assemle" to improve the efficiency of a company4s pro"uction process? a. cross,functional . prolem,solving c. self,manage" ". virtual e. co,evolving
5.
Which of the following types of teams woul" most li&ely empower its team memers to ma&e wor&,relate" "ecisions? a. technical . self,manage" c. prolem,solving ". management e. reactive
6.
Self,manage" teams are typically comprise" of how many memers? a. %, . ,1c. 5,1% ". 1-,1 e. over 1--
1-.
_____ teams are ma"e up of employees from aout the same hierarchical level. a. Prolem,solving . Self,manage" c. 7ross,functional ". 8ultifacete" e. Star matrix
11.
_____ teams are an effective way to allow people from "iverse areas within an organi!ation to exchange information( "evelop new i"eas an" solve prolems( an" coor"inate complex pro*ects. a. Self,manage" . Prolem,solving c. 7ross,functional ". 8ultifacete" e. Star matrix
1%.
The early stages of "evelopment of a cross,functional team are time,consuming ecause _____. a. most cross,functional team memers are comprise" of in"ivi"uals from similar ac&groun"s . memers must research the causes of prolems which they are assigne" to solve c. most cross,functional team memers have alrea"y estalishe" trust ". memers have to learn how to perform new functional tas&s e. memers must learn to wor& with "iversity an" complexity
1+.
Which of the following types of teams allows for collaoration etween team memers who are physically "isperse"? a. local . interactive c. real,time ". virtual e. gloal
1.
Which of the following is not true aout virtual teams? a. There is an asence of paraveral cues. 195
. c. ". e.
8emers are more satisfie" with the group interaction process. There is limite" social context. They are more tas&,oriente". 8emers are more focuse" on pro"uction than on process.
7reating /ffective Teams 1.
Which of the following statements est characteri!es the use of wor& teams? a. Teams are unnecessary if a n in"ivi"ual can "o the *o etter. . Teams are necessary for encouraging in"ivi"uals to wor& in"epen"ently. c. Within a company( teams perform est if they are structure" similarly. ". /mployees are usually responsile for suggesting that teams e create". e. 0n successful companies( teamwor& is always preferale to in"ivi"ual wor&.
12.
Which of the following is not one of the &ey components of effective teams? a. effective wor& "esign . recogni!e" company i"entity c. supportive contextual influences ". well,manage" team processes e. appropriate team memership
13.
There are four contextual factors that appear to e most significantly relate" to team performance. Which of the following is not one of those factors? a. a"e)uate resources . wor& autonomy c. effective lea"ership ". a performance evaluation an" rewar" system that reflects team contriutions e. 'll of the aove are contextual factors.
15.
To provi"e teams with a"e)uate resources( a company must supply which of the following? a. proper e)uipment . a"e)uate staffing c. encouragement ". all the aove e. none of the aove
16.
To succee" in achieving their goals( teams must _____. a. have strong lea"ership . have autonomy c. receive support from management ". all of the aove e. none of the aove
%-.
0n a ________ team the manager4s *o ecomes managing outsi"e the team. a. technical . self,manage" c. prolem,solving ". management e. reactive
%1.
9ea"ership is especially important in ________ ,, where "ifferent teams nee" to coor"inate their efforts to pro"uce a "esire" outcome. a. technical teams . self,manage" teams c. prolem,solving teams 196
". management teams e. multi,team systems %%.
Which of the following statements est serves to wea&en the argument that trust contriutes to team effectiveness? a. The most cooperative teams are those that share the greatest amount of trust. . Team memers who trust each other ten" to spen" less time monitoring each other4s ehavior. c. :egar"less of trust level( most in"ivi"uals resist exposing vulnerailities to their co,wor&ers. ". :esearch shows that trust among team memers is "irectly lin&e" to memers4 willingness to ta&e ris&s. e. Teams with the highest trust ratings for their lea"ership ten" to outperform teams with lower lea"ership trust ratings.
%+.
0n a""ition to evaluating an" rewar"ing employees for their in"ivi"ual contriutions( management shoul" consi"er using which of the following to reinforce team effort an" commitment? a. personali!e" incentives . consistent wages for all team memers c. in"ivi"ual performance evaluations ". fixe" hourly wages e. profit sharing
%.
/ffective teams re)uire which of the following s&ills? a. prolem,solving s&ills . technical expertise c. interpersonal s&ills ". all of the aove e. none of the aove
%.
Team memers with goo" listening( fee"ac&( an" conflict resolution s&ills possess _____. a. technical expertise . prolem,solving s&ills c. "ecision,ma&ing s&ills ". interpersonal s&ills e. cognitive appraisal s&ills
%2.
' recent review of the literature suggeste" that ________ of the Big ;ive traits was
%3.
What types of people are valuale in teams ecause they4re goo" at ac&ing up fellow team memers an" at sensing when that support is truly nee"e"? a. conscientious people . extroverte" people c. introverte" people ". agreeale people e. open people
%5.
/vi"ence ten"s to suggest that performance across teams will e higher if an organi!ation ________. a. forms only teams high in conscientiousness 197
. c. ". e.
forms only teams low in conscientiousness forms oth teams high in conscientious an" teams low in conscientiousness see"s each team with a few people who score high on conscientiousness see"s each team with a few people who score low on conscientiousness
%6.
=ne stream of research has i"entifie" potential team roles that people prefer to play. The >creator role is one who _____. a. champions i"eas . initiates new i"eas c. provi"es structure ". coor"inates an" integrates e. manages suor"inates
+-.
=f the nine &ey roles on teams( the >promoter is the group memer most li&ely to _____. a. "evelop original i"eas . "efen" an" support newly,"evelope" i"eas c. provi"e structure for the team ". fight attles with those outsi"e of the team e. conflict with other team memers
+1.
Which of the following is not one of the nine potential team roles i"entifie" for successful teams? a. organi!er . allocator c. controller ". maintainer e. promoter
+%.
@ou fin" that in a team situation you prefer to e the one who examines "etails an" is concerne" with enforcing rules an" regulations. @our role is that of the _____. a. maintainer . lin&er c. controller ". promoter e. resource allocator
++.
=n her wor& team( 8ichelle "evelops "etaile" tas&s lists an" wor& flow charts to help her team memers un"erstan" the steps involve" in each pro*ect. She also maintains the pro*ect calen"ar an" receives perio"ic up"ates from each team memer to ensure that pro*ects are progressing on sche"ule. Which role "oes 8ichelle most li&ely fill on her team? a. assessor . organi!er c. maintainer ". creator e. promoter
+.
Sharon has an assertive personality an" naturally ten"s to stan" up for her team in conflicts with other teams or "epartments. She is a strong "efen"er an" is fiercely loyal to the other memers on her team. Sharon is most li&ely suite" for which of the following team roles? a. controller . pro"ucer c. maintainer ". assessor e. a"vocate
198
+.
What is the "egree to which memers of a wor& unit share a common "emographic attriute an" the impact of this attriute on turnover? a. group "emography . turnover rate c. organi!ational "emography ". wor& "emography e. "epartment "emography
+2.
The most effective teams ten" to have _____ memers. a. + to . to 1 c. less than 1". 1- to %e. more than %-
+3.
Process variales inclu"e all of the following except _____. a. climate of trust . memer commitment to a common purpose c. team efficacy ". minimi!e" social loafing e. specific goals
+5.
/ffective teams usually have a common an" meaningful purpose. 0n context( >common most nearly means _____. a. or"inary . plain c. routine ". share" e. mun"ane
+6.
What is a team calle" when its memers consi"er an" a"*ust their master plan when necessary? a. social facilitating . goal congruent c. social loafing ". mental mo"els e. reflexive
-.
/ffective teams have confi"ence in themselves an" elieve they can succee". This confi"ence is terme" _____. a. social facilitation . goal congruence c. social loafing ". team efficacy e. self serving ias
1.
Which of the following is most li&ely to increase team efficacy? a. provi"ing measurale goals . helping the team achieve small successes c. limiting time spent in training ". ensuring that team goals are challenging e. re"ucing the numer of memers on a team
%.
When teams are un"er acute stress( they are particularly li&ely to have ________. a. wrong mental mo"els . high self efficacy 199
c. relationship conflict ". resource conflict e. high reflexivity +.
0f a team4s memers have similar mental mo"els( what will they li&ely "o? a. loaf on others4 efforts . "emonstrate high reflexivity c. "isplay low self efficacy ". ecome involve" in relationship conflict e. focus on what nee"s to e "one
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Which type of conflict is almost always "ysfunctional? a. tas& conflict . efficacy conflict c. relationship conflict ". resource conflict e. social conflict
.
7oasting on the group effort is terme" ____. a. inconsistency . incompetence c. social loafing ". "ysfunction e. half,focus ias
Turning 0n"ivi"uals into Team Players 2.
@our company is consi"ering implementing wor& teams in your Aietnam facility. @ou shoul" fin" this relatively easy ecause those employees will have strong _____ values. a. acculturation . collectivist c. creative ". cultural e. capitalistic
3.
Which of the following strategies woul" managers fin" least helpful for turning in"ivi"uals into team players? a. selecting appropriate can"i"ates . setting goals c. provi"ing training ". rewar"ing cooperative efforts e. encouraging mentorship
5.
0f an employee is consi"ere" >untrainale as a team memer( he or she most li&ely_____. a. will e willing to un"ergo training in or"er to learn team s&ills . can e successfully transferre" from one team to another c. lac&s the technical s&ills necessary for a team position ". will fin" it "ifficult to transition to wor&ing in teams e. comes from a culture that uphol"s collectivist values
6.
/xercises that help in"ivi"uals ecome team players inclu"e wor&shops in _____. a. negotiation . in"ivi"ualism c. goal setting ". event planning 200
e. recruiting $loal 0ssues -.
=nly one,thir" of employees from ________ woul" li&ely say their organi!ation has a high level of teamwor&? a. 7ana"a . apan c. 8exico ". 0n"onesia e. the Cnite" States
TRUE/FL!E Why Have Teams Become So Popular? 1.
7ompare" to tra"itional "epartments( teams ten" to e less flexile an" less responsive to changing events. "Fa#se$ Moderate$ Pop%#arit& o' Teams$ p( )*)+ %.
/stalishing teams provi"es an effective means for increasing "emocratic practices within an organi!ation. "Tr%e$ Moderate$ Pop%#arit& o' Teams$ p( )*)+ #ifferences Between $roups an" Teams +. Wor& groups engage in collective en"eavors that re)uire collaorative effort. "Fa#se$ Moderate$ Work ,ro%ps$ p( )*)+ . Cnli&e wor& teams( wor& groups are most effective when their synergy is strongest. "Fa#se$ Moderate$ Work ,ro%ps$ p( )*)+ . Wor& groups typically generate more positive synergy than "o wor& teams. "Fa#se$ Moderate$ Work ,ro%ps$ p( )*)+ 2. Wor& teams pro"uce final results that excee" the sum of in"ivi"ual team memer inputs. "Tr%e$ Moderate$ Work ,ro%ps$ p( )*)+ 3.
The extensive use of teams creates the potential for an organi!ation to generate greater outputs with no increase in inputs. "Tr%e$ Eas&$ Work ,ro%ps$ p( )*)+ Types of Teams 5.
The four most common forms of teams areD prolem,solving( self,manage"( cross,functional( an" gloal. "Fa#se$ Moderate$ T&pes o' Teams$ p( )*-+ .C! na#&ti !ki##s2 6. Prolem,solving teams generally consist of to 1% hourly employees from the same "epartment. "Tr%e$ Eas&$ Pro3#em4!o#5ing Teams$ p( )*-+ 2-.
@ou are a memer of a team of eight in"ivi"uals from the same "epartment who meet for a few hours each wee& to "iscuss ways of improving )uality( efficiency( an" the wor& environment. @ou are most li&ely a memer of a self,manage" wor& team. "Fa#se$ Moderate$ T&pes o' Teams$ p( )*-+ .C! na#&ti !ki##s2 201
21. ' cross,functional wor& team ta&es on many of the responsiilities of their former supervisors. "Fa#se$ Moderate$ T&pes o' Teams$ p( )*6+ .C! na#&ti !ki##s2 2%. Supervisory positions ta&e on "ecrease" importance for a prolem,solving wor& team. "Fa#se$ Moderate$ T&pes o' Teams$ p( )*6+ .C! na#&ti !ki##s2 2+. 's a result of self,manage" teams( supervisory positions may e eliminate". "Tr%e$ Moderate$ !e#'4Managed Teams$ p( )*6+ .C! na#&ti !ki##s2 2. 0n"ivi"uals on supervisory wor& teams report higher levels of *o satisfaction. "Fa#se$ Moderate$ T&pes o' Teams$ p( )*6+ .C! na#&ti !ki##s2 2.
0n"ivi"uals on self,manage" wor& teams have lower asenteeism rates than employees in tra"itional wor& structures. "Fa#se$ Eas&$ T&pes o' Teams$ p( )*6+ .C! na#&ti !ki##s2 22.
Turnover rates are higher for self,manage" wor& teams than for employees wor&ing in tra"itional wor& structures. "Tr%e$ Eas&$ !e#'4Managed Teams$ p( )*6+ .C! na#&ti !ki##s2 23.
7ross,functional teams are ma"e up of employees from aout the same hierarchical level( ut from "ifferent wor& areas( who come together to accomplish a tas&. "Tr%e$ Eas&$ Cross4F%ntiona# Teams$ p( )*7+ .C! na#&ti !ki##s2 25. 8emership on virtual teams is usually restricte" to employees living within the same country. "Fa#se$ Moderate$ T&pes o' Teams$ p( )*7+ .C! na#&ti !ki##s2 26. 7ross,"iscipline teams usually function well only in small companies. "Fa#se$ Moderate$ T&pes o' Teams$ p( )*7+ .C! na#&ti !ki##s2 3-. 7ross,functional teams are very effective for coor"inating highly complex pro*ects. "Tr%e$ Eas&$ Cross4F%ntiona# Teams$ p( )*7+ .C! na#&ti !ki##s2 31. =ne a"vantage of cross,functional teams is that they are easy to manage. "Fa#se$ Moderate$ Cross4F%ntiona# Teams$ p( )*7+ .C! na#&ti !ki##s2 7reating /ffective Teams 3%. Wor& "esign is more important than team composition for ensuring effective teams. "Fa#se$ Cha##enging$ Components o' E''eti5e Teams$ p( )*8+ .C! na#&ti !ki##s2 3+.
To perform effectively( a team re)uires three "ifferent types of s&illsD technical expertise( prolem, solving an" "ecision,ma&ing s&ills( an" interpersonal s&ills. "Tr%e$ Moderate$ !ki##s o' Team Mem3ers$ p( ))0+ .C! na#&ti !ki##s2 3. =n a team( the role of the >creator "escries the person who analy!es "ecision options. "Fa#se$ Moderate$ 9e& Ro#es o' Teams$ p( ))*+ .C! na#&ti !ki##s2 3.
The role of the >lin&er "escries the person within the wor& team who coor"inates an" integrates the wor& of team memers. "Tr%e$ Moderate$ 9e& Ro#es o' Teams$ p( ))*+ .C! na#&ti !ki##s2 32.
@our analytical s&ills are very goo" an" you en*oy the role of integrating creative i"eas for your group. @ou will fin" that you are most effective in the role of the >promoter. 202
"Fa#se$ Moderate$ 9e& Ro#es o' Teams$ p( ))*+ .C! na#&ti !ki##s2 33.
Susan is well organi!e" an" en*oys provi"ing structure for the group. Her role within the wor& team may e "escrie" as the >maintainer. "Fa#se$ Moderate$ 9e& Ro#es o' Teams$ p( ))*+ .C! na#&ti !ki##s2 35. $iven the option( many employees will select themselves out of team participation. "Tr%e$ Eas&$ Mem3er Pre'erenes$ p( ))-+ 36.
The highest performing team memers are usually employees who thrive on eing rewar"e" for their personal achievements. "Fa#se$ Cha##enging$ Work :esign$ p( ))-+ .C! na#&ti !ki##s2 5-. Teams that are completely voi" of conflict are li&ely to ecome apathetic an" stagnant. "Tr%e$ Moderate$ Con'#it Le5e#s$ p( ))7+ 51. Tas& conflict increases the li&elihoo" of groupthin&. "Fa#se$ Moderate$ Con'#it Le5e#s$ p( ));+ 5%.
>Social loafing is most li&ely to occur within a team whenever one team memer4s contriutions are invisile to the rest of the team. "Tr%e$ Moderate$ !oia# Loa'ing$ p( ));+ Turning 0n"ivi"uals into Team Players 5+. Teams ten" to operate well within countries that score high on collectivism. "Tr%e$ Eas&$ Co##eti5ist !oieties$ p( ));+ .C! M%#ti%#t%ra# and :i5ersit&2 5.
' large proportion of people raise" on the importance of in"ivi"ual accomplishment can e traine" to ecome team players. "Tr%e$ Moderate$ Training$ p( ))8+ 5. 7ompetitive rewar" structures reinforce the importance of collaoration in wor& teams. "Fa#se$ Moderate$ Re
Teams ma&e most sense to employ when the tas&s to e accomplishe" are in"epen"ent of one another. "Fa#se$ Moderate$ Team
0n high power "istance countries( wor& teams fare est if lea"ership roles are flexile an" "eemphasi!e hierarchical authority. "Tr%e$ Cha##enging$ Team
Summary an" 0mplications for 8anagers 61. The most effective teams have etween ten an" fifteen memers. "Fa#se$ Moderate$ !i>e o' Teams$ p( )-0+ !CE?RIO4!E: @UE!TIO?! 'pplication of Types of Teams @ou are the vice,presi"ent of a "ivision of a large( multi,national company that ma&es electronic e)uipment for consumers an" the military. @ou have several managers that have create" some teams. 'lso( there are several pro*ects un"erway an" you nee" to "eci"e what types of teams to use for each situation. 6%.
oan( your "irector of accounting( has create" a team of seven employees from the accounts payale "epartment who meet for three hours a wee& to "iscuss ways of improving )uality( efficiency an" the wor& environment. This is an example of a ____ team. a. prolem,solving . self,manage" c. cross,functional ". virtual e. tas&,resolution
6+.
ac&( your "irector of manufacturing( has "eci"e" to create a team of eleven employees from )uality control. ac& gives the team memers the responsiility of sche"uling their own wor& an" evaluating each other4s performance. This is an example of a _____ team. a. prolem,solving . self,manage" c. cross,functional ". virtual e. tas&,resolution
6.
@our company has recently lan"e" a contract to "esign an" manufacture a new state,of,the,art electronic "evice for the military. This will e a very complex pro*ect( re)uiring many "ifferent types of s&ills. Which of the following types of teams is most suite" for the pro*ect? a. prolem,solving . self,manage" c. cross,functional ". virtual e. tas&,resolution
6.
anice is your "irector of sales. Since her employees are locate" in /urope( 'sia( an" Forth 'merica( she has "eci"e" to use instant messaging to tie her employees together in or"er to "evelop a mar&eting strategy for a new pro"uct line. This is an example of a _____ team. a. prolem,solving . self,manage" c. cross,functional ". virtual e. tas&,resolution
'pplication of Gey :oles on Teams @ou have een assigne" to a prolem,solving team. @ou have never met any of the team memers efore( ut you have een given their resumes. 0t is your *o to match the team memers to the various roles that are nee"e" for successful completion of your pro*ect. 204
@our team consists of the following memers. 0ris is a recent college gra"uate with a "egree in mathematics. She li&es to &eep an eye on the ig picture an" en*oys coor"inating the wor& of others. ames has een with the company for 1 years an" has ha" experience in several areas within the company. He has a reputation for strong lea"ership an" effective follow,through. Betty is highly motivate" an" intelligent. She has several a"vance" "egrees an" is ale to view situations from "iffering viewpoints. @ou have "eci"e" that you are willing to ta&e on any group role that is han"e" to you( ut you are more comfortale with implementing i"eas than with initiating them. 62.
The role that might est suit 0ris is that of ________. a. creator . assessor c. lin&er ". maintainer e. a"viser
63.
ames is est suite" to which role? a. organi!er . maintainer c. lin&er ". a"viser e. pro"ucer
65.
The person est suite" for the role of a"viser is proaly ________. a. Betty . ames c. 0ris ". you e. none of the aove
'pplication of Team Process @ou are the manager of a software "esign firm that "evelops software pro*ects using teams of specialists. =ne of your most successful teams has een together for nearly years. 0n the past( this team has performe" effectively( an" you have een very satisfie" with the team4s output. :ecently( however( you have notice" a mar&e" "ecrease in the team4s performance. @ou investigate to "etermine the p rolem. 66.
'fter interviewing all 3 team memers( you "etermine that one of the team memers performs routine a"ministrative tas&s that are rarely visile to any of the other team memers. @ou suspect that this team memer may e loafing off an" lagging in his "uties. @ou coul" most li&ely improve that team memer4s output y ________. a. encouraging him to wor& more in"epen"ently . ma&ing his wor& clearly visile to the other team memers c. hiring other team memers who perform similar tas&s ". provi"ing him with a"ministrative training e. giving him a""itional assignments to complete
1--.
#uring an interview with one team memer( you learn that several memers of the team have ha" conflicts regar"ing the content of a tas& to which the team was recently assigne". 're these conflicts li&ely to e re"ucing the group4s pro"uctivity? a. @es( ecause interpersonal conflicts always hurt a team4s performance. . Fo( ecause conflicts ase" on personal animosity rarely affect team operations. c. @es( ecause tas&,relate" conflicts lea" to poor team "ecisions. ". Fo( ecause tas&,relate" conflicts usually enefit the performance of a team. e. @es( ecause "isagreements aout tas&s usually lessen groupthin&. 205
206
'pplication of Turning 0n"ivi"uals into Team Players @ou wor& for an international company that has offices aroun" the worl". @ou have een as&e" to pull together a gloal virtual team to han"le a specific pro*ect. The pro*ect is expecte" to ta&e + to years to complete. @ou are free to inclu"e in"ivi"uals from any of the company4s offices( which are locate" in the Cnite" States( 7ana"a( 8exico( Britain( 'ustralia( an" apan. 1-1.
Provi"e" that all of the team memers are e)ually )ualifie"( which of the following teams is li&ely to e the least challenging to manage? a. ' team comprise" of memers "rawn e)ually from all of the company4s offices( ecause culturally "iverse teams ten" to operate with minimal conflict. . ' team comprise" primarily of memers from the Cnite" States( ecause employees from countries with in"ivi"ualistic values ten" to function well in teams. c. ' team comprise" primarily of memers from 7ana"a( Britain( an" 'ustralia( ecause employees from these countries usually grow up learning how to function in teams. ". ' team comprise" of memers from oth apan an" 8exico( ecause employees from these countries ten" to focus on in"ivi"ual accomplishments. e. ' team comprise" primarily of memers from either apan or 8exico( ecause employees from countries with collectivist values ten" to a"*ust easily to team structures.
'pplication of BewareE Teams 'ren4t 'lways The 'nswer @ou are the plant manager of a manufacturing facility. @our plant has een experiencing a numer of prolems an" you have een "irecte" to solve these issues. =ne of the prolems concerns the low )uality of the manufacture" pro"uct. 8any pro"ucts have faile" to pass )uality inspection( an" your superiors feel that the failure rate is unacceptaly high. 'nother prolem concerns the college recruitment process. The current recruitment process has repeate"ly rought un)ualifie" can"i"ates to the plant. 1-%.
@our management team suggests that the college recruitment process coul" e improve" y creating a cross,functional team to con"uct the on,campus interviews. Base" on your un"erstan"ing of team functioning( you reply that this solution is most li&ely ________. a. an inappropriate use of teams( ecause in"ivi"ual interviews are etter con"ucte" y one person . an appropriate use of teams( ecause recruitment is a )uality issue c. an inappropriate use of teams( ecause interviewing teams rarely have a common purpose ". an appropriate use of teams( ecause interviewing is a highly complex tas& e. an inappropriate use of teams( ecause team interviews ris& rea&ing confi"entiality
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